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influences management 3.1.1 Culture influences corporation conducting strategy. 3.1.2 Culture influences structure of organization 3.1.3 Culture influences establishment of policy system and executive 3.1.4 Culture influences leadership and employee’s behaviors As we can see, apparently the connection between culture and manage- 10 ment is indivisible. To conduct a domestic corporation, must have deep and clear understanding of the local culture, but to conduct a international corporation, must have correct understanding of culture of different nations to avoid misunderstanding that might appear during operating process. 3.2 Examples of CrossCultural Management Strategy Practicing 3.2.1 How McDonald’s and KFC adapt the region cultural difference The golden arched door of the McDonald’s finally entered into India. But eat big Mc in India, you probably will not feel that enjoyable like somewhere else. In this country most the Hinduism is their religion, that they worship cow, so people do not eat beef. The McDonald’s aims at this situation, they adjust the American style burger to topical Indian style lamb burger which is accepted and loved by Indian. The McDonald’s used a general way: adapting different regional taste, consuetude, and culture. Exactly because of adopting this kind of strategy, McDonald's and many other companies then can melt the local culture more and easily. Same as KFC has a successful development in China also can be said as the result that company goes deep into studying of Chinese culture. According 11 to the cultural characteristic of the Chinese consumer, KFC changed their marketing strategy to look after KFC consumers’ taste. KFC they are not contented of current success, but continuously to discover the regional cultural characteristic and then adjust their food, service, and bring out new product. 3.3 Hofstede’s Study 3.3.1 Hofstede’s Four Dimensions of Culture-related Values. Dr. Geert Hofstede conducted perhaps the most comprehensive study of how values in the workplace are influenced by culture. Dr. Hofstede’s dimensions analysis can assist the business person and traveler in better understanding the intercultural differences within regions and between countries. Hofstede developed a model that identifies four primary dimensions to differentiate cultures. He later added a fifth dimension: long-term orientation. 3.3.2These dimensions were named: Power distance, individualism-collectivism, uncertainty avoidance, and masculinity-femininity, long-term orientation. 12 (1). Power distance Power distance measures how subordinates respond to power and authority. In high-power distance countries (Latin America, France, Spain, most Asian and African countries), subordinates tend to be afraid of their bosses, and bosses tend to be paternalistic and autocratic. In low-power distance countries (the US, Britain, most of the rest of Europe), subordinates are more likely to challenge bosses and bosses tend to use a consultative management style. (2). Individualism versus Collectivism In individualistic countries (France, Germany, South Africa, Canada, etc.), people are expected to look out for themselves. Solidarity is organic (all contribute to a common goal, but with little mutual pressure) rather than mechanical. Typical values are personal time, freedom, and challenge. In collectivist cultures (Japan, Mexico, Korea, Greece) individuals are bounded through strong per